KEY RESULT AREAS
FORM
Employee Name:
Employee ID:
Designation:
Immediate Supervisor:
Sl.No Key Result Area Weightage April May June July Aug Sept Oct Nov Dec Jan Feb Mar
Clerance of
1 Material within 40
24 hours
Documentaion of
2 Test reports 20
Suppler/Vendor
3 Quality Rating & 20
Feedback
4 5S 10
5 One Kaizen 10
TOTAL 100
Total
Weigthage 100
Normalised 0
Percentage
Total
Aggregate
KEY RESULT AREAS
FORM
Employee Name:
Employee ID:
Designation:
Immediate Supervisor:
Sl.No Key Result Area Weightage April May June July Aug Sept Oct Nov Dec Jan Feb Mar
1 Intelux Values 20 20 18 20 20 20 20 20 20 20 20 20 20
End Customer
2 Satisfaction 20 20 18 20 20 10 20 20 20 20 20 20 20
3 Topline growth 20 20 19 20 20 20 20 20 20 20 20 20 20
4 Profitability 25 25 25 20 25 25 25 25 25 25 25 25 25
Complaints
5 closure efficiency 15 15 15 15 15 10 15 15 15 15 15 15 15
TOTAL 100 95 95 100 85 100 100 100 100 100 100 100
Total
Weigthage 100
Normalised 98
Percentage
Total
Aggregate
19.83
19.00
20.00
24.58
14.58
98.00
Sr No Attribute
1 CURIOUS
2 PASSIONATE
3 RESOURCEFUL
4 ACCOUNTABLE
5 ENERGIZING
6 TEAM PLAYER
7 CHANGE AGENT
8 COACHING
9 LEARNING
10 EDGE
EMPLOYEE POTENTIAL INDICATORS
Description Out of
Focused on the future/ learning; Exciting attention or inquiry; 10
Engaged and involved. 10
Able to understand and work with reality; Interpersonal between team members 10
You can be trusted, you deliver. 10
Logical, easy to follow; able to vision; Can put things in perspective; encorages others to work
10
towards the common goal.
Work effectively and cooperatively with others; establish and maintain good working
relationships; cultivate an active network of relationships, identify opportunities and take 10
action to build strategic relationships
Challenge the status quo and champion new initiatives; support change opportunities and
10
simulate others to change; support change implementation plans
Provide timely guidance and feedback to help others strengthen specific knowledge/skill
10
areas needed to accomplish a task or solve a problem
Demonstrate and encorage new knowledge, experiences, and challenges; create and
capitalize on learning opportunities; demonstrate an awareness of own strengths and 10
development needs, as well as impact of own behavior on others.
In own's capacity taking professionally hard decisions; sharpness of reponses; keeness;
10
inteness of desire
TOTAL 100
Quarter 1 Quarter 2 Quarter 3 Quarter 4
8
9
6
7
8
4
70 0 0 0
Sr No Attribute
1 TEAMWORK
2 COMMITTED
3 OPEN
4 INTEGRITY
5 INNOVATION
6 DISCIPLINE
7 ENERGY
8 ART OF LIVING
INTELUX VALUES
Description Out of
Others want to work with you, you can lead and follow; easily gels with cross-functional
5
groups
Not focused only on self and your own career, but to the business, the team; walk-the-talk; 5
Listen, as well as talking. Adopt and build on the ideas of others. 5
Interact with others in a way that gives that gives confidence in one's intentions and those of
the organisation; establish open, candid, trusting relationships, behave in accordiance with 5
expressed beliefs and commitments; meets all compliance criterias of the organisation
Creates newness in existing things; questions the status-quo and looks for unknown; 5
Maintains the basic routine of work and deliverables; attendance; not breaking the laid
5
processes; respects the every individual
Individual creativeness; enthusisam for any professional activity; promptness in responding of
5
deliverables;
Attends course(s) of AOL; participates in daily Kriya; 5
Average TOTAL 5
Quarter 1 Quarter 2 Quarter 3 Quarter 4
KEY RESULT AREAS FORM
Employee Name: Date of Joining:
Employee ID: KRA Setting Date:
Designation: Appraisal Date:
Immediate Supervisor:
Sl.No Key Result Area Objectives Methods of Measurement
Values drive behavior and
1 Intelux Values behavior drives results Feedback from manager
(including Kriya)
To meet customer
2 End Customer expectations and meet Feedback-ranking from
Satisfaction targets End customer (monthly)
To maximize the monthly Revenue generation with
3 Topline growth services revenue per field existing customers
person - SME Contract
Profitability calculations
done by finance
To minimise the monthly
4 Profitability spent overall
5 Complaints To average clsoure time Complaints efficiency by
closure efficiency per complaint (monthly) Indus
g:
ate:
:
Calculation Target Metrics Weightage
A) X >= 4.0 : 100%
Average ratings based on the standard a scale of 5 B) 3.5 to 3.9 : 80%
(Guidelines) C) 3.0 to 3.4 : 60% 20
D) 2 to 2.99 : 40%
E) Less than 1.9: 0%
A) X >= 2 : 100%
Survey based results - Categories 3. Target is to be B) 2 to 1 : 50% 20
atleast number 1 in TWO categories (X)
X >= 2.25 : 100%
X=SME contract revenue (per quarter)/ No. of Field 2.25> X >= 2 : 80%
staff members 2 > X >= 1.5 : 50% 20
1.5 > X >= 1.0: 25%
A) X >= 10% : 100%
B) 10% to 8% : 80%
C) 8% to 5% : 60%
Revenue saved against the plan D) Less than 5%: 25% 25
Complaints raised vs. complaints resolved in a A) X<= 24= 100% 15
stipulated time (hours) b) X>=24 = 50%
PERFORMANCE MANAGEMENT SYSTEM
PERFORMANCE & POTENTIAL RATING
Please complete the following fields. Then save the file, using the employee's name and ID number as the filename (e.g. PMS-JohnSmith123456).
EMPLOYEE FIRST NAME EMPLOYEE MIDDLE NAME EMPLOYEE LAST NAME EMPLOYEE ID NUMBER
BAND: DEPARTMENT:
DATE RATED: RATING:
STEP 1 - PERFORMANCE AND POTENTIAL:
1. Intelux Values 5 % 5.00
A: (100 - 95)
PERFORMANCE
2. Customer Satisfaction 5% 5.00
3. 80% KRA 0.00 A1
4.Identification/ Impletation of New Process 1 10.00
15.00
TOTAL: 35.00
Potential
B:(94 - 75)
1. Curious 8.00 B1
2. Passionate 9.00
3. Resourceful 6.00
4. Accountable 7.00
C:(74 - 50)
POTENTIAL
5. Energizing 8.00
6. Team Player 9.00 C1
7. Change Agent 6.00
8. Coaching 6.00
9. Learning 6.00 1:(100 - 95)
10.Edge 4.00 Performance
TOTAL: 69.00
STEP 2 - CAREER POTENTIAL: What level might this leader reach in 2 years if the current
development trajectory is maintained?
STEP 3 - COMMENTS:
STRENGTHS: What are this leader's strengths? Does the leader possess any mission- OPPORTUNITIES: What development steps should be taken to a
critical skills? If so, what are they? leader's maximum potential is achieved?
STEP 4 - TALENT POOLS AND SELECTION
Talent Pools consist of your highest potential employees. Not all employees should be nominated into a talent pool, as pools are generally reserved for the
leadership talent.
SELECTION: Place the leader in one of the three categories below, then proceed as directed.
Unassigned:
High Potential: STEP 5 High Professional: STEP 6
STEP 5 - HIGH POTENTIAL NOMINATIONS: STEP 6 - HIGH PROFESSIONAL NOMINATIO
High
Pote
ntial
Individuals can be nominated for more than 1 high potential pool, Individuals can be nominated for only 1 high professional p
but not more than 3 different pools. For individuals placed into and only if they were not nominated for a high potential poo
GM General Management
multiple pools, indicate a primary or Home pool.
✘
IT Information Technology IT Information Technology
Human Resources: Training, Compensation, Human Resources: Training, Compensation
HR Benefits, Staffing, Security HR Benefits, Staffing, Security
Strategy and Marketing: Business Strategy, Strategy and Marketing: Business Strategy,
SM Business Development, Product Marketing SM Business Development, Product Marketing
SLS Sales: Account Management SLS Sales: Account Management
FIN Finance: Legal, M&A, Government Affairs FIN Finance: Legal, M&A, Government Affairs
Support Operations: Facilities, Process Engineering, Support Operations: Facilities, Process
SOP Quality SOP Engineering, Quality
PM Program Management PM Program Management
MFG Manufacturing MFG Manufacturing
MTL Materials: Sourcing, Logistics MTL Materials: Sourcing, Logistics
ENG Engineering: Design and Engineering Services ENG Engineering: Design and Engineering Servic
NOTES:
High Performance and High Potential
A1 NEXT GENERATION LEADER.
Ready, willing and able to take additional responsibility right now.
Medium Performance and High Potential
A2 HIGH POTENTIAL. Capable of taking on greater responsibility in the short term and keen to do so. May not be performing to the very highest lev
challenge in current role.
Low Performance but High Potential
A3 MISSPENT TALENT. Significant mismatch - may be new to role or in the wrong role for skill set. Has demonstrated ability and aspiration to perfo
Training and support required.
High Performance and Medium Potential
B1 HIGH IMPACT PERFORMER
Very strong contributor in current role. Could take on greater responsibility in the short to medium-term.
Medium Performance and Medium Potential
B2 TRIED AND TRUE
Competent and likely to be competent in future roles at same level. May have scope to increase responsibility in the medium term.
Low Performance and Medium Potential
B3 DILEMMA
Mismatch between current performance and potential to deliver. May need to coaching / performance-management to reach potential.
Low Performance and Medium Potential
B3 DILEMMA
Mismatch between current performance and potential to deliver. May need to coaching / performance-management to reach potential.
High Performance but Low Potential
C1 TRUSTED PROFESSIONAL
A valued performer. Critical to retain but will probably stay at current level.
Medium Performance and Low Potential
C2 EFFECTIVE
Satisfactory performance in current role but may not be interested or capable of moving up.
Low Performance and Low Potential
C3 UNDER-PERFORMER
Under performing and under review.
SYSTEM
RATING
MS-JohnSmith123456).
EMPLOYEE ID NUMBER
A2 A3
B2 B3
C2 C3
2:(94 - 75) 3:(74 - 50)
Performance
opment steps should be taken to assure that this
achieved?
pools are generally reserved for the top 30% of all your
OFESSIONAL NOMINATIONS:
nated for only 1 high professional pool,
ssion
Profe
High
t nominated for a high potential pool.
al
on Technology
Resources: Training, Compensation,
Staffing, Security
and Marketing: Business Strategy,
Development, Product Marketing
ccount Management
Legal, M&A, Government Affairs
Operations: Facilities, Process
ing, Quality
Management
turing
: Sourcing, Logistics
ing: Design and Engineering Services
e performing to the very highest level due to lack of
trated ability and aspiration to perform at a higher level.
in the medium term.
ement to reach potential.
ement to reach potential.
PERFORMANCE MANAGEMENT SYSTEM
PERFORMANCE & POTENTIAL RATING
Please complete the following fields. Then save the file, using the employee's name and ID number as the filename (e.g. PMS-JohnSmith123456).
EMPLOYEE FIRST NAME EMPLOYEE MIDDLE NAME EMPLOYEE LAST NAME EMPLOYEE ID NUMBER
BAND: DEPARTMENT:
DATE RATED: RATING:
STEP 1 - PERFORMANCE AND POTENTIAL:
1. Intelux Values 19.33
A: (100 - 95)
PERFORMANCE
2. Customer Satisfaction 19.33
3. Topline Growth 19.67 A1 A2 A3
4. Profitability 23.33
5. Compliants closure Efficiency 15.00
TOTAL: 96.67
Potential
B:(94 - 75)
1. Curious 8.00 B1 B2 B3
2. Passionate 9.00
3. Resourceful 6.00
4. Accountable 7.00
C:(74 - 50)
POTENTIAL
5. Energizing 8.00
6. Team Player 9.00 C1 C2 C3
7. Change Agent 6.00
8. Coaching 6.00
9. Learning 6.00 1:(100 - 95) 2:(94 - 75) 3:(74 - 50)
10.Edge 4.00 Performance
TOTAL: 69.00
STEP 2 - CAREER POTENTIAL: What level might this leader reach in 2 years if the current
development trajectory is maintained?
STEP 3 - COMMENTS:
STRENGTHS: What are this leader's strengths? Does the leader possess any mission- OPPORTUNITIES: What development steps should be taken to assure that this
critical skills? If so, what are they? leader's maximum potential is achieved?
STEP 4 - TALENT POOLS AND SELECTION
Talent Pools consist of your highest potential employees. Not all employees should be nominated into a talent pool, as pools are generally reserved for the top 30% of all your
leadership talent.
SELECTION: Place the leader in one of the three categories below, then proceed as directed.
Unassigned:
High Potential: STEP 5 High Professional: STEP 6
STEP 5 - HIGH POTENTIAL NOMINATIONS: High
STEP 6 - HIGH PROFESSIONAL NOMINATIONS:
Pote
ntial
Individuals can be nominated for more than 1 high potential pool, Individuals can be nominated for only 1 high professional pool,
ssion
Profe
High
but not more than 3 different pools. For individuals placed into and only if they were not nominated for a high potential pool.
GM General Management
al
✘
multiple pools, indicate a primary or Home pool.
IT Information Technology ✘ IT Information Technology ✘
Human Resources: Training, Compensation, Human Resources: Training, Compensation,
HR Benefits, Staffing, Security
✘
HR Benefits, Staffing, Security
✘
Strategy and Marketing: Business Strategy, ✘ Strategy and Marketing: Business Strategy, ✘
SM Business Development, Product Marketing SM Business Development, Product Marketing
SLS Sales: Account Management ✘ SLS Sales: Account Management ✘
FIN Finance: Legal, M&A, Government Affairs ✘ FIN Finance: Legal, M&A, Government Affairs ✘
Support Operations: Facilities, Process Engineering, ✘ Support Operations: Facilities, Process ✘
SOP Quality SOP Engineering, Quality
PM Program Management ✘ PM Program Management ✘
MFG Manufacturing ✘ MFG Manufacturing ✘
MTL Materials: Sourcing, Logistics ✘ MTL Materials: Sourcing, Logistics ✘
ENG Engineering: Design and Engineering Services ✘ ENG Engineering: Design and Engineering Services ✘
NOTES:
High Performance and High Potential
A1 NEXT GENERATION LEADER.
Ready, willing and able to take additional responsibility right now.
Medium Performance and High Potential
A2 HIGH POTENTIAL. Capable of taking on greater responsibility in the short term and keen to do so. May not be performing to the very highest level due to lack of
challenge in current role.
Low Performance but High Potential
A3 MISSPENT TALENT. Significant mismatch - may be new to role or in the wrong role for skill set. Has demonstrated ability and aspiration to perform at a higher level.
Training and support required.
High Performance and Medium Potential
B1 HIGH IMPACT PERFORMER
Very strong contributor in current role. Could take on greater responsibility in the short to medium-term.
Medium Performance and Medium Potential
B2 TRIED AND TRUE
Competent and likely to be competent in future roles at same level. May have scope to increase responsibility in the medium term.
Low Performance and Medium Potential
B3 DILEMMA
Mismatch between current performance and potential to deliver. May need to coaching / performance-management to reach potential.
High Performance but Low Potential
C1 TRUSTED PROFESSIONAL
A valued performer. Critical to retain but will probably stay at current level.
Medium Performance and Low Potential
C2 EFFECTIVE
Satisfactory performance in current role but may not be interested or capable of moving up.
Low Performance and Low Potential
C3 UNDER-PERFORMER
Under performing and under review.
